Information Technology and Organizational Learning Managing Behavioral Change in the Digital Age
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, FL :
CRC Press
[2024]
|
| Edición: | Fourth edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009869096406719 |
Tabla de Contenidos:
- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- Foreword
- Acknowledgments
- About the Author
- Introduction
- Background
- Chapter 1: The "Ravell" Corporation
- Introduction
- A new approach
- The blueprint for integration
- Enlisting support
- Assessing progress
- Resistance in the ranks
- Line management to the rescue
- IT begins to reflect
- Defining an identity for information technology
- Implementing the integration: a move toward trust and reflection
- Key lessons
- Defining reflection and learning for an organization
- Working toward a clear goal
- Commitment to quality
- Teaching staff "not to know"
- Transformation of culture
- Alignment with administrative departments
- Conclusion
- Chapter 2: The IT dilemma
- Introduction
- Recent background
- IT in the organizational context
- IT and organizational structure
- The role of IT in business strategy
- Ways of evaluating IT
- Executive knowledge and management of IT
- IT: a view from the top
- Section 1: Chief executive perception of the role of IT
- Section 2: Management and strategic issues
- Section 3: Measuring IT performance and activities
- General results
- Defining the IT dilemma
- Recent developments in operational excellence
- Note
- Chapter 3: Technology as a variable and responsive organizational dynamism
- Introduction
- Technological dynamism
- Responsive organizational dynamism
- Strategic integration
- Summary
- Cultural assimilation
- IT organization communications with "others"
- Movement of traditional IT staff
- Summary
- Technology business cycle
- Feasibility
- Measurement
- Planning
- Implementation
- Evolution
- Drivers and supporters
- Santander versus Citibank
- Information technology roles and responsibilities
- Replacement or outsource
- Note.
- Chapter 4: Organizational learning theories and technology
- Introduction
- Learning organizations
- Communities of practice
- Learning preferences and experiential learning
- Social discourse and the use of language
- Identity
- Skills
- Emotion
- Linear development in learning approaches
- Chapter 5: Managing organizational learning and technology
- The role of line management
- Line managers
- First-line managers
- Supervisor
- Management vectors
- Knowledge management
- Change management
- Change management for IT organizations
- Social networks and information technology
- Chapter 6: Digital technology platforms and the future of work
- Introduction
- Process barriers
- Data-centric mindsets and organizational resilience in data platform companies
- Understanding organizational resilience's relationship to data platforms
- Data platform architecture and resilience
- Proliferation of data platforms
- Data platforms and leadership
- Product leadership
- Data platform executive leadership
- Intrapreneurism versus entrepreneurism
- Vision versus reason
- Steering and build-measure-learn
- Accelerate
- Common leadership strategies
- Intrapreneurial leadership considerations based on types of data platforms
- Summary
- Chapter 7: Virtual teams and outsourcing
- Introduction
- Status of virtual teams
- Management considerations
- Dealing with multiple locations
- Externalization
- Internalization
- Combination
- Socialization
- Externalization dynamism
- Internalization dynamism
- Combination dynamism
- Socialization dynamism
- Dealing with multiple locations and outsourcing
- Revisiting social discourse
- Identity
- Skills
- Emotion
- Chapter 8: Organizational learning, IT, and technology disruptions
- Introduction
- Siemens AG
- Aftermath
- ICAP
- Five years later
- General Electric (GE).
- Background
- The GE strategy
- GE's experiment
- What went wrong?
- Challenges in becoming a software company
- Effective use of new technologies is a critical aspect for the success of any new platform
- FedEx: digital transformation through application innovation
- Background
- New strategies
- Summary
- Chapter 9: Forming a cyber security culture
- Introduction
- History
- Talking to the board
- Establishing a security culture
- Understanding what it means to be compromised
- Cyber security dynamism and responsive organizational dynamism
- Cyber strategic integration
- Cyber cultural assimilation
- Summary
- Organizational learning and application development
- Cyber security risk
- Risk responsibility
- Driver/supporter implications
- Chapter 10: Digital transformation and changes in consumer behavior
- Introduction
- Requirements without users and without input
- Concepts of the S-curve and digital transformation analysis and design
- Organizational learning and the S-curve
- Communities of practice
- The IT leader in the digital transformation era
- How technology disrupts firms and industries
- Dynamism and digital disruption
- Critical components of "Digital" organization
- Assimilating digital technology operationally and culturally
- Conclusion
- Chapter 11: Integrating multiple generations of employees to accelerate competitive advantage in the digital age
- Introduction
- The employment challenge in the digital era
- Gen Y population attributes
- Advantages of employing millennials to support digital transformation
- Integration of Gen Y with baby boomers and Gen X
- Designing the digital enterprise
- The new digital natives: Gen Z
- Assimilating Gen Y and Z talent from underserved and socially excluded populations
- Langer workforce maturity arc
- Theoretical constructs of the LWMA.
- The LWMA and action research
- Implications for new pathways for digital talent
- Demographic shifts in talent resources
- Economic sustainability
- Integration and trust
- Global implications for sources of talent
- Conclusion
- Chapter 12: Toward best practices
- Introduction
- Chief IT executive
- Definitions of maturity stages and dimension variables in the chief IT executive best practices arc
- Maturity stages
- Performance dimensions
- Chief executive officer
- CIO direct reporting to the CEO
- Outsourcing
- Centralization versus decentralization of IT
- CIO needs advanced degrees
- Need for standards
- Risk management
- The CEO best practices technology arc
- Definitions of maturity stages and dimension variables in the CEO technology best practices arc
- Maturity stages
- Performance dimensions
- Middle management
- The middle management best practices technology arc
- Definitions of maturity stages and dimension variables in the middle manager best practices arc
- Maturity stages
- Performance dimensions
- Summary
- Ethics and maturity
- Note
- Chapter 13: Conclusion
- Introduction
- Glossary
- References
- Index.
